Communicating Change, Inside and Out

Missouri S&T Student Leadership Conference Jan. 26, 2008 Andrew Careaga, Director of Communications Missouri University of Science and Technology Communicating Change , Inside and Out

The only person who likes change is a wet baby.

Attributed to Mark Twain

Change is inevitable – except from a vending machine.

Author unknown

Why do we fear it? CHANGE

From smooth rowing…

… to ‘permanent white water’

Make it personal

What changes have you experienced…

In your own university?

In your department?

In your life?

How do you handle change …

In your studies?

In your department?

In your institution?

In your life?

What about this change ?

Don’t change the name. Improve the branding.

The real need is marketing. UMR doesn't need a name change -- UMR needs to market itself for what it is -- a high quality technical university where a kid can get a premium education and find a good job on graduation. … This whole discussion on a name change is a diversion from addressing the real issues facing the university. Lets get out there and market UMR and stop wasting time and resources on organizational diversions.

Why not go back to Missouri School of Mines? It may not be as accurate anymore either, but at least is a tradition.

I think the new name should be UstaB! You know MUST UstaB UMR UstaB MSM. Missouri University of Science & Technology.

As an alumnus currently studying at the University of Oxford, I can certainly speak to the problem of the 'hyphen'. Many of my fellow researchers are familar with the good work being done by the Metallurgists and Ceramists of UMR. Unfortunately, they constantly refer to the 'University of Missouri', NOT the 'University of Missouri hyphen Rolla'.

Being a former UMR student I can attest to the fact that UMR automatically relegates us to branch status. When you tell people where you went to school the response is typically, "the University of Missouri Rolla". And the standard response is, "So that's another campus for Mizzou?"

It would make me happy to have an alma mater with a name that sounds like a real school rather than an extension campus, so I am in favor of a name change.

CSI: Rolla

CSI: the Change Style Indicator

Three preferences:

Conserver

Pragmatist

Originator

Helps us understand:

Our own reactions to change

How others react to change

No right or wrong, ‘better’ or ‘worse’ style

Adapted from “Leading Change,” University of Missouri Administrative Leadership Program

The three change styles Conservers Pragmatists Originators Traditionalists Mediators Change agents Accept the structure Explore the structure Challenge the structure Prefer incremental change Prefer functional change Prefer expansive change

Change and the Conserver

May appear deliberate, disciplined, organized

May operate from conventional assumptions

Enjoy predictability

May appear cautious and inflexible

Honor tradition and established practice

Change and the Conserver

At work:

Prefer secure environment free from unexpected disruptions and surprises

Appear disciplined and organized

Skilled at attending to details and facts

Prefer tested, proven solutions

Prefer to involve groups in decision-making, problem-solving

Change and the Pragmatist

May appear practical, agreeable, flexible

Operate as mediators and catalysts for understanding

Open to both sides of an argument

May take more of a middle-of-the-road approach

Appear more team-oriented

Change and the Pragmatist

At work:

The peacemakers, ‘middle-of-the-roaders’

Appear reasonable, practical

Agreeable, flexible

Appear more team-oriented

Less likely to have hidden agendas

Mediators

Like an action-oriented workplace that engages others in a harmonious, participative atmosphere

Change and the Originator

Appear unorganized, undisciplined, unconventional, spontaneous

Prefer change that challenges current structure

Challenge accepted assumptions

Enjoy risk and uncertainty

May be impractical, miss important details

Appear visionary, systemic

Little regard for accepted policies and procedures

Change and the Originator

At work

Prefer quick, expansive change

Often viewed as change agent

Tend to loathe repetitive tasks

May appear undisciplined, unconventional

Challenge existing assumptions, rules, regulations

Regarded as visionary, “out of the box” thinkers

Idea people

Perceptions: conservers and originators Divisive, impulsive Lacking appreciation of tested ways of getting things done Starting but not finishing projects Not interested in follow through Wanting change for change’ sake Not understanding how things get done Dogmatic Bureaucratic Yielding to authority Having their head in the sand Preferring the status quo Lacking new ideas Conservers see originators as: Originators see conservers as:

Perceptions of the pragmatists Conservers and originators see pragmatists as: Compromising Mediating Indecisive Easily influenced Noncommittal Hiding behind team needs

Collaboration: can we really all work together Conservers Pragmatists Originators Prefer to keep current structure operating smoothly Prefer balanced inquiry Prefer to challenge accepted structure Focus on relationships Focus on shared objectives Focus on the task Encourage building on what is already working Encourage looking at the current circumstances Encourage exploring new possibilities

Change and the creative process Incubation  Inspiration  Perspiration  Verification Roles in the creative process Conservers Pragmatists Originators Verification Perspiration Inspiration Refine Concretize Conceptualize Follow through Implement Initiate

Relating theory to reality

Think about a current or recent project during which people had difficulty working together. Write the name of each person involved and how you would describe his or her change style (conserver, pragmatist, originator)

What would have changed if…

How could communication among team members have been approved?

Advantages or limitations to communications approaches?

What ideas would have the best chance of succeeding?

Change means…

Conflict

Changing people

Team building

Working in the public realm

Transformation

Self-control

Education

Communicating the benefits

Change will occur if A <BCD

A = Benefit of status quo

B = Pain of maintaining status quo

C = Vision of something better

D = Small steps toward change

The 20-60-20 rule

20%  want change no matter what

60%  waiting to see  focus here

20%  will fight you no matter what

Leadership and communication Principle Leader-communicators’ role and skills Direction Clarify organization’s direction with a vision plan and translating it into a strategic plan Implementation Understand how organization works and the steps and actions required to implement the plan Development Making the most of opportunities to enhance the team’s skills and abilities Alignment Clarify and change image, core values and programs – communicate internally and externally

Leadership and communication (continued) Principle Leader-communicators’ role and skills Institutionalization Recognizing and communicating the importance of values, beliefs and traditions to the organization’s structure and applying them in reshaping vision Evaluation Monitoring outcomes and improving the delivery of service

The cycle of change Cognitive domain Emotional domain Past orientation Future orientation GIVE INFORMATION GIVE ENCOURAGEMENT GIVE REINFORCEMENT GIVE SUPPORT I Acknowledging IV Implementing Reacting II Investigating III

Transition and typical reactions Stage 1 Acknowledging People are shocked, feel threatened Denial People appear distracted, forgetful Low productivity Stage 2 Reacting Various reactions – anger, depression, withdrawal, etc. People try to “bargain” to do things the old way People believe they can wait out the change People go back to stage 1 when their feelings are denied or ignored

Transition and typical reactions (continued) Stage 3 Investigating People may display grief/sadness over loss but begin to explore future options Mix willingness to explore new options with reservation Emotions range from excitement to anxiety Stage 4 Implementing People appear ready to establish new routines, adapt to new systems, help others learn new ways Comfort with change engenders more flexibility, creativity and risk-taking The change is viewed as the way things are done

Communication do’s and don’ts Do’s Don’ts Acknowledging Give information Give visible support Provide information consistently and repeatedly Provide facts Hit people over the head with the truth Push for acknowledgement (can intensify reacting) Reacting Give support Listen Acknowledge feelings Provide time Be empathetic Argue Attempt to convince Push investigation

Communication do’s and don’ts Do’s Don’ts Investigating Give encouragement Create opportunities to explore Employ participative decision-making Outline pros and cons Push choices Rush choices Punish mistakes Overestimate or misrepresent future options Implementing Give reinforcement Reward effective performance Support risk-taking and innovation Encourage communication Get out of the way Micromanage Control choices Limit participation

‘ The Middle Manager’s Dilemma’* Leading change imposed from above

Reflect before you act

Acknowledge your own feelings

Learn all you can before talking to your team

Be professional

Influence decision-makers

Use the type of data that is important to your boss

Offer ways to make the change successful

Use humor

Pick your battles

* Title of book by Rick Maurer

Leading change imposed from above

Get your team involved

Build trust (trust = integrity + competence)

Find ways to make the change your own

Establish common ground

Develop a strategy that attends to both people and the project

Build strategic alliances

Be yourself

Do things to prove reliability over time with stakeholders

A fable about change Our Iceberg Is Melting: Changing and Succeeding Under Any Conditions John Kotter, Harvard change management guru

Kotter’s 8-step change process

SET THE STAGE

Create a Sense of Urgency.

Help others see the need for change and the importance of acting immediately.

Pull Together the Guiding Team.

Make sure there is a powerful group guiding the change—one with leadership skills, bias for action, credibility, communications ability, authority, analytical skills.

DECIDE WHAT TO DO

Develop the Change Vision and Strategy.

Clarify how the future will be different from the past, and how you can make that future a reality.

MAKE IT HAPPEN

Communicate for Understanding and Buy-in.

Make sure as many others as possible understand and accept the vision and the strategy.

Empower Others to Act.

Remove as many barriers as possible so that those who want to make the vision a reality can do so.

Produce Short-Term Wins.

Create some visible, unambiguous successes as soon as possible.

Don’t Let Up.

Press harder and faster after the first successes. Be relentless with instituting change after change until the vision becomes a reality. Create a Sense of Urgency.